Safety valves
In the event of an emergency, two independent safety valves can be used to prevent pipes from bursting or the reactor from exploding. The valves are designed so that they can derive all of the supplied flow rates with little increase in pressure. In the case of the BWR, the steam is directed into the condensate chamber and condenses there. The chambers on a heat exchanger are connected to the intermediate cooling circuit.
Feedwater pump
The water level in the steam generator and nuclear reactor is controlled using the feedwater system. The feedwater pump has the task of taking the water from the feedwater tank up to the vapor pressure in the reactor and steam generator at rates of 2200 kg/s. The power required is about 20 MW per pump.
Emergency power supply
The emergency power supplies of a nuclear power plant are built up by several layers of redundancy, such as diesel generators, gas turbine generators and battery buffers. The battery backup provides uninterrupted coupling of the diesel/gas turbine units to the power supply network. If necessary, the emergency power supply allows the safe shut down of the nuclear reactor. Less important auxiliary systems such as, for example, heat tracing of pipelines are not supplied by these back ups. The majority of the required power is used to supply the feed pumps in order cool reactor and remove the decay heat after shut down.
People in a nuclear power plant
Nuclear power plants typically employ just under a thousand people per reactor (including security guards and engineers associated with the plant but possibly working elsewhere).
Nuclear engineers
Reactor operators
Health physicists
Emergency response team personnel
Nuclear Regulatory Commission Resident Inspectors
In the United States and Canada, workers except for management, professional (such as engineers) and security personnel are likely to be members of either the International Brotherhood of Electrical Workers (IBEW) or the Utility Workers Union of America (UWUA).
Economics
The economics of new nuclear power plants is a controversial subject, and multi-billion dollar investments ride on the choice of an energy source. Nuclear power plants typically have high capital costs, but low direct fuel costs (with much of the costs of fuel extraction, processing, use and long term storage externalized). Therefore, comparison with other power generation methods is strongly dependent on assumptions about construction timescales and capital financing for nuclear plants. Cost estimates also need to take into account plant decommissioning and nuclear waste storage costs. On the other hand measures to mitigate global warming, such as a carbon tax or carbon emissions trading, may favor the economics of nuclear power.
In recent years there has been a slowdown of electricity demand growth and financing has become more difficult, which has an impact on large projects such as nuclear reactors, with very large upfront costs and long project cycles which carry a large variety of risks. In Eastern Europe, a number of long-established projects are struggling to find finance, notably Belene in Bulgaria and the additional reactors at Cernavoda in Romania, and some potential backers have pulled out. Where cheap gas is available and its future supply relatively secure, this also poses a major problem for nuclear projects.
Analysis of the economics of nuclear power must take into account who bears the risks of future uncertainties. To date all operating nuclear power plants were developed by state-owned or regulatedutility monopolies where many of the risks associated with construction costs, operating performance, fuel price, and other factors were borne by consumers rather than suppliers. Many countries have now liberalized the electricity market where these risks, and the risk of cheaper competitors emerging before capital costs are recovered, are borne by plant suppliers and operators rather than consumers, which leads to a significantly different evaluation of the economics of new nuclear power plants.
Following the 2011 Fukushima I nuclear accidents, costs are likely to go up for currently operating and new nuclear power plants, due to increased requirements for on-site spent fuel management and elevated design basis threats.
Safety
There are trades to be made between safety, economic and technical properties of different reactor designs for particular applications. Historically these decisions were often made in private by scientists, regulators and engineers, but this may be considered problematic, and since Chernobyl and Three Mile Island, many involved now consider informed consent and morality should be primary considerations.
Nuclear power plants are some of the most sophisticated and complex energy systems ever designed. Any complex system, no matter how well it is designed and engineered, cannot be deemed failure-proof. Stephanie Cooke has said that:
The reactors themselves were enormously complex machines with an incalculable number of things that could go wrong. When that happened at Three Mile Island in 1979, another fault line in the nuclear world was exposed. One malfunction led to another, and then to a series of others, until the core of the reactor itself began to melt, and even the world's most highly trained nuclear engineers did not know how to respond. The accident revealed serious deficiencies in a system that was meant to protect public health and safety.
The 1979 Three Mile Island accident inspired Perrow's book Normal Accidents, where a nuclear accident occurs, resulting from an unanticipated interaction of multiple failures in a complex system. TMI was an example of a normal accident because it was "unexpected, incomprehensible, uncontrollable and unavoidable".
Perrow concluded that the failure at Three Mile Island was a consequence of the system's immense complexity. Such modern high-risk systems, he realized, were prone to failures however well they were managed. It was inevitable that they would eventually suffer what he termed a 'normal accident'. Therefore, he suggested, we might do better to contemplate a radical redesign, or if that was not possible, to abandon such technology entirely.
A fundamental issue related to complexity is that nuclear power systems have exceedingly long lifetimes. The timeframe involved from the start of construction of a commercial nuclear power station, through to the safe disposal of its last radioactive waste, may be 100 to 150 years.